Zadik Bino Family

Age: 82

Education: High School Diploma — reflects a self-made background where practical experience and deal-making acumen outweigh formal credentials.

Marital Status: Married — family likely plays a role in wealth stewardship and succession planning, though specifics are not disclosed.

Children: 3 — suggests potential for intergenerational wealth transfer, though no public information on involvement in business or inheritance structure.

Residence: Tel Aviv, Israel — central to his business operations and personal life, indicating strong local ties and commitment to the Israeli economy.

Citizenship: Israel — aligns with his business focus and regulatory environment. No dual citizenship disclosed.

Key Quote: Not publicly disclosed in provided data. However, the Jerusalem Post’s characterization of his “Bino formula” — “know what you want, move fast and pay cash” — serves as a de facto mantra for his investment philosophy.

Legacy: Bino’s career spans decades of Israeli economic development. From banking executive to controlling shareholder, he embodies the transition from institutional management to private capital ownership. His success in both sectors — particularly the Paz Oil windfall — positions him as a case study in value creation through patience, timing, and capital discipline.

Zadik Bino’s net worth, as of April 2025, is estimated at approximately $1.5 billion, placing him at rank #1598 globally according to . This valuation is derived from his substantial ownership stakes in two major Israeli corporations: First International Bank of Israel (FIBI) and his former holdings in Paz Oil. His wealth is primarily tied to private equity and banking assets, which are inherently less liquid and more volatile than publicly traded securities. Unlike tech entrepreneurs whose fortunes rise and fall with stock prices, Bino’s net worth is anchored in controlling stakes in mature, cash-generating institutions — a structure that offers stability but also limits transparency.

His 28.5% stake in FIBI Holdings represents the core of his current wealth. FIBI is one of Israel’s largest financial institutions, with a diversified portfolio including retail banking, corporate finance, and asset management. The bank’s valuation is not publicly disclosed in full detail, but its market capitalization and private equity multiples suggest that Bino’s stake alone could account for the majority of his net worth. The remaining value stems from the proceeds of his sale of Paz Oil, which he acquired in 1999 for $48 million and later liquidated for an estimated $800 million — a return of over 16x his initial investment. This transaction alone likely contributed hundreds of millions to his net worth, though the exact allocation between personal wealth and reinvestment is not publicly disclosed.

It is important to note that private wealth estimates, especially for individuals with significant holdings in non-public entities, are inherently imprecise. Valuations are often based on comparable transactions, earnings multiples, or asset-based models — none of which capture the full complexity of ownership structures, debt levels, or strategic value. Bino’s wealth is also influenced by macroeconomic factors such as interest rates, regulatory changes in banking, and commodity prices — particularly given his history in the oil sector. His net worth may fluctuate significantly if FIBI undergoes a major restructuring, sale, or IPO, or if new information about his asset holdings becomes available.

Unlike many billionaires who derive wealth from a single company or industry, Bino’s fortune is diversified across two distinct sectors: finance and energy. This diversification has likely contributed to the resilience of his net worth over time. His ability to exit Paz Oil at a high multiple and retain a significant stake in FIBI demonstrates a strategic approach to capital allocation — one that prioritizes long-term value over short-term gains. His wealth is not the result of speculative bets or rapid scaling, but of patient accumulation, operational expertise, and disciplined execution.

Zadik Bino’s wealth trajectory spans over four decades, marked by strategic acquisitions, patient ownership, and timely exits. His journey began in the 1970s when he rose through the ranks at First International Bank of Israel (FIBI), eventually becoming its CEO from 1978 to 1986. This period laid the foundation for his understanding of banking operations, risk management, and corporate governance — skills that would later prove critical in his transition from executive to owner. After leaving FIBI, he spent nearly two decades building his capital base and network, culminating in his landmark acquisition of FIBI Holdings in 2003 for $90 million in cash. This purchase, made from Brazil’s Safra brothers, was a bold move that signaled his intent to become a major player in Israeli finance.

The acquisition of FIBI Holdings was not merely a financial transaction; it was a strategic repositioning. By taking control of the bank, Bino gained influence over one of Israel’s most important financial institutions. His ownership stake of 28.5% has remained largely unchanged since then, suggesting a long-term commitment to the bank’s growth and stability. During this period, he also made a significant foray into the energy sector by purchasing a 60% stake in Paz Oil in 1999 for $48 million. This investment was made at a time when the Israeli energy market was undergoing liberalization, and Paz Oil was positioned to benefit from increased competition and demand.

The liquidation of his Paz Oil stake, which occurred in stages over several years, was one of the most lucrative transactions of his career. The estimated $800 million in proceeds represented a return of over 16x his initial investment — a testament to his ability to identify undervalued assets and execute exits at optimal times. The timing of these sales likely coincided with favorable market conditions, including rising oil prices and increased investor interest in Israeli energy assets. The proceeds from this sale were presumably reinvested into FIBI or other private ventures, though the exact allocation is not publicly disclosed.

Bino’s wealth history is characterized by a consistent pattern: identify a high-potential asset, acquire it at a favorable price, improve its operations or market position, and exit when valuation peaks. This approach, sometimes referred to as the “Bino formula” — “know what you want, move fast and pay cash” — has been instrumental in his success. His ability to execute large transactions with cash rather than debt or stock has given him greater control and flexibility, reducing exposure to market volatility and leverage risk.

Over time, his net worth has grown steadily, driven by the appreciation of his FIBI stake and the proceeds from his Paz Oil exit. While his wealth has not experienced the explosive growth seen in tech billionaires, it has demonstrated remarkable resilience and consistency. His age — 82 as of 2025 — suggests that he may be in the later stages of his wealth-building cycle, with a focus on preservation and legacy rather than aggressive expansion. His children, three in number, may eventually inherit or take over his business interests, though no public information indicates their current involvement in his enterprises.

Looking ahead, Bino’s wealth will likely continue to be influenced by the performance of FIBI and broader economic trends in Israel. Any major changes in the bank’s ownership structure, such as a sale or IPO, could significantly impact his net worth. Similarly, shifts in interest rates, regulatory policies, or geopolitical events could affect the valuation of his assets. His wealth history, while not as dramatic as some of his peers, reflects a disciplined, long-term approach to capital accumulation — one that prioritizes sustainability over speculation.

Comparable Figures: Zadik Bino’s career parallels that of other Israeli financial titans who built empires through banking and strategic acquisitions. Joseph Safra, from whom Bino bought FIBI, was a Brazilian banking magnate with global reach. Nochi Dankner, once a dominant force in Israeli finance, also leveraged controlling stakes in public companies. Yitzhak Tshuva, founder of Delek Group, shares Bino’s background in energy and real estate. Meir Shamir, former CEO of Bank Hapoalim, represents the institutional banking leadership path Bino once held. These peers reflect a generation of Israeli entrepreneurs who transformed local industries into global-scale enterprises through capital discipline and operational control.

Zadik Bino was born in Iraq and later emigrated to Israel, where he began his professional journey in the banking sector. Little is publicly disclosed about his early childhood or family background, but his move to Israel marked the beginning of a career that would eventually make him one of the country’s most prominent financiers. His educational background is modest — he holds a high school diploma — but his rise through the ranks at First International Bank of Israel (FIBI) suggests a strong work ethic and aptitude for finance. His early years at FIBI were likely spent in operational and managerial roles, where he gained the experience and credibility needed to eventually become CEO.

His ascent to CEO of FIBI in 1978 was a significant milestone, as it placed him at the helm of one of Israel’s most important financial institutions at a time when the country’s economy was undergoing rapid transformation. His tenure as CEO, which lasted until 1986, would have exposed him to the complexities of banking regulation, international finance, and corporate strategy — all of which would later inform his approach as an owner and investor. After leaving FIBI, he spent nearly two decades building his capital base and network, a period that likely involved private investments, advisory roles, and strategic partnerships.

His Iraqi heritage and Israeli upbringing may have influenced his business philosophy, particularly his emphasis on cash-based transactions and operational control. The “Bino formula” — “know what you want, move fast and pay cash” — reflects a pragmatic, no-nonsense approach to business that may have been shaped by his early experiences in a volatile region. His ability to navigate complex financial environments and execute large transactions with precision suggests a deep understanding of risk and reward — skills that were likely honed during his formative years in banking.

While his early life is not extensively documented, his career trajectory suggests a deliberate, step-by-step approach to building wealth. He did not rely on inherited capital or speculative ventures; instead, he leveraged his operational expertise and strategic vision to acquire and grow valuable assets. His journey from bank employee to CEO to owner is a testament to his persistence, discipline, and ability to identify opportunities in mature industries.

Zadik Bino’s path to wealth is a study in strategic patience, operational expertise, and disciplined capital allocation. Unlike many billionaires who built their fortunes through technology or speculative ventures, Bino’s wealth was accumulated through the acquisition and management of established, cash-generating businesses — primarily in banking and energy. His journey began in the 1970s when he rose through the ranks at First International Bank of Israel (FIBI), eventually becoming its CEO from 1978 to 1986. This period provided him with the foundational knowledge of banking operations, risk management, and corporate governance — skills that would later prove critical in his transition from executive to owner.

After leaving FIBI, he spent nearly two decades building his capital base and network, culminating in his landmark acquisition of FIBI Holdings in 2003 for $90 million in cash. This purchase, made from Brazil’s Safra brothers, was a bold move that signaled his intent to become a major player in Israeli finance. By taking control of the bank, Bino gained influence over one of Israel’s most important financial institutions. His ownership stake of 28.5% has remained largely unchanged since then, suggesting a long-term commitment to the bank’s growth and stability. His ability to execute this transaction with cash rather than debt or stock gave him greater control and flexibility, reducing exposure to market volatility and leverage risk.

Simultaneously, Bino made a significant foray into the energy sector by purchasing a 60% stake in Paz Oil in 1999 for $48 million. This investment was made at a time when the Israeli energy market was undergoing liberalization, and Paz Oil was positioned to benefit from increased competition and demand. The liquidation of his Paz Oil stake, which occurred in stages over several years, was one of the most lucrative transactions of his career. The estimated $800 million in proceeds represented a return of over 16x his initial investment — a testament to his ability to identify undervalued assets and execute exits at optimal times.

Bino’s investment philosophy, often summarized as the “Bino formula” — “know what you want, move fast and pay cash” — has been instrumental in his success. This approach emphasizes clarity of purpose, speed of execution, and financial discipline. By paying cash, he avoids the complexities and risks associated with debt financing or stock-based transactions. His focus on operational control and long-term value creation has allowed him to build and preserve wealth in industries that are often overlooked by more speculative investors.

His path to wealth is not characterized by rapid scaling or disruptive innovation, but by patient accumulation, strategic acquisitions, and timely exits. His ability to navigate complex financial environments and execute large transactions with precision suggests a deep understanding of risk and reward — skills that were likely honed during his formative years in banking. His journey from bank employee to CEO to owner is a testament to his persistence, discipline, and ability to identify opportunities in mature industries.

Looking ahead, Bino’s wealth will likely continue to be influenced by the performance of FIBI and broader economic trends in Israel. Any major changes in the bank’s ownership structure, such as a sale or IPO, could significantly impact his net worth. Similarly, shifts in interest rates, regulatory policies, or geopolitical events could affect the valuation of his assets. His path to wealth, while not as dramatic as some of his peers, reflects a disciplined, long-term approach to capital accumulation — one that prioritizes sustainability over speculation.

Zadik Bino’s empire is anchored in two pillars: banking and energy. His 28.5% stake in FIBI Holdings, Israel’s fourth-largest bank by assets, represents a concentrated, high-impact position in a sector that is both systemically critical and heavily regulated. His earlier acquisition of Paz Oil — a major Israeli fuel and refining company — demonstrated a strategic appetite for asset-heavy, infrastructure-linked industries with pricing power and national importance. Though he has since exited Paz, the $800 million return on a $48 million investment underscores his ability to identify undervalued, strategically positioned assets and execute exits at peak valuation. His empire is not diversified across sectors but concentrated in high-barrier, capital-intensive industries — a model that amplifies both upside and downside risk.

The durability of Bino’s empire hinges on the resilience of FIBI Holdings. As a major lender to Israeli businesses and consumers, FIBI is exposed to macroeconomic cycles, interest rate volatility, and geopolitical shocks — particularly those affecting Israel’s security and credit markets. Bino’s continued ownership stake suggests confidence in the bank’s governance and long-term viability, but also exposes him to regulatory scrutiny and potential capital calls. His empire is not a sprawling conglomerate but a tightly held, high-leverage portfolio — a structure that maximizes control but minimizes diversification buffers.

Bino’s leadership style is defined by decisiveness, capital discipline, and a preference for outright ownership. The “Bino formula” — “know what you want, move fast and pay cash” — reflects a no-nonsense, transactional approach to value creation. He did not build FIBI from scratch but seized control through acquisition, leveraging his insider knowledge and relationships to execute a $90 million cash buyout from the Safra brothers in 2003. This approach minimizes dilution, avoids complex financing structures, and signals confidence in the asset’s intrinsic value.

His leadership is also marked by long-term stewardship. Having served as CEO from 1978 to 1986 and later returning as owner, Bino embodies the “owner-operator” model — a rarity in modern finance. This continuity provides strategic consistency but also introduces governance risks: the absence of a clear succession plan or independent board oversight could lead to decision-making bottlenecks or misalignment with minority shareholders. His style is not collaborative or consensus-driven but directive and execution-focused — effective in crisis or acquisition but potentially brittle in periods of structural change.

Bino’s capital allocation strategy is characterized by bold, concentrated bets and disciplined exits. His $48 million acquisition of a 60% stake in Paz Oil in 1999 was a high-conviction move into a sector with national strategic importance. The subsequent liquidation for $800 million — a 16x return — demonstrates his ability to time exits and monetize value. His $90 million cash purchase of FIBI Holdings in 2003 further illustrates his preference for outright control and minimal leverage, reducing financial risk while maximizing strategic autonomy.

However, his capital allocation is not diversified. The bulk of his net worth remains tied to FIBI Holdings, exposing him to sector-specific and regulatory risks. There is no evidence of significant investments in technology, consumer, or global markets — suggesting a conservative, domestically focused approach. While this limits downside from global volatility, it also constrains upside from innovation or international expansion. His strategy prioritizes control and liquidity over diversification — a model that works in stable, predictable markets but may falter under systemic stress or regulatory upheaval.

Bino’s empire faces multiple layers of risk. First, concentration risk: his net worth is heavily tied to FIBI Holdings, a bank exposed to Israel’s economic and geopolitical volatility. Any downturn in Israeli credit markets, regulatory crackdown, or security crisis could materially impact his wealth. Second, governance risk: as a long-standing owner-operator with no public succession plan, the bank’s future is tied to his personal capacity and judgment — a vulnerability as he approaches 82 years of age.

Third, reputational risk: while no major scandals are publicly documented, his acquisition of FIBI from the Safra brothers — a family with its own regulatory controversies — could invite scrutiny. Additionally, his past ownership of Paz Oil, a company with environmental and labor compliance risks, may resurface in ESG-focused investor assessments. Fourth, geopolitical risk: as an Israeli citizen with assets in a high-conflict region, his holdings are exposed to regional instability, sanctions, or capital flight. Finally, regulatory risk: Israeli banking is tightly supervised, and any misstep in governance or capital adequacy could trigger intervention or forced divestment.

Public records show no significant philanthropic activity tied to Zadik Bino or his family. Unlike many billionaires who establish foundations or public giving programs, Bino’s profile remains focused on business and ownership. This absence of visible philanthropy may reflect personal preference, privacy, or a belief that capital allocation through business is the primary form of social contribution. However, in an era where ESG and stakeholder capitalism are increasingly expected, the lack of public philanthropy could be perceived as a reputational gap — particularly for a figure with national prominence in Israel.

That said, his stewardship of FIBI Holdings — a major employer and lender in Israel — may constitute an indirect form of social contribution. The bank’s role in financing small businesses, housing, and infrastructure supports economic development, even if not framed as philanthropy. Still, without formal programs or public disclosures, his legacy in this domain remains undefined — a potential vulnerability as younger generations and institutional investors prioritize social impact.

Bino’s influence in Israeli politics is indirect but significant. As a major shareholder in FIBI Holdings — a bank with deep ties to Israeli business and government — he wields economic power that can shape policy outcomes, particularly in financial regulation, taxation, and credit allocation. His long tenure and insider status suggest relationships with key political and regulatory figures, though no direct lobbying or political donations are publicly documented.

His Iraqi-Jewish background and migration to Israel also position him within a specific socio-political cohort — one that has historically played a key role in Israel’s economic development. While he does not appear to be an active political actor, his wealth and ownership stake give him a de facto voice in national economic debates. In times of crisis — such as war, inflation, or banking instability — his decisions regarding FIBI’s lending, capital reserves, or executive appointments could have ripple effects across the Israeli economy, making him a quiet but potent player in the country’s political economy.

Zadik Bino’s legacy is that of a self-made, transactional titan who transformed from bank executive to controlling shareholder through disciplined capital allocation and bold acquisitions. His story — from Iraqi immigrant to billionaire owner of a major Israeli bank — embodies the Israeli entrepreneurial ethos: seize opportunity, move fast, and own the asset. His “Bino formula” is a blueprint for value creation in emerging or undervalued markets, emphasizing cash, control, and timing.

However, his legacy is also defined by concentration and continuity risks. With no public succession plan and a net worth tied to a single institution, his empire’s durability beyond his lifetime is uncertain. His lack of visible philanthropy or public advocacy further narrows his legacy to the purely economic — a contrast to contemporaries who have built cultural or social institutions. His legacy, therefore, is one of financial acumen and strategic ownership, but also of vulnerability to personal and systemic risk. Whether FIBI Holdings endures as a family-controlled institution or transitions to broader governance will determine the longevity of his impact.

• Profile: Zadik Bino & family —
• Jerusalem Post on the “Bino formula” — archival reference
• Financial Times coverage of FIBI Holdings acquisition from Safra brothers — 2003
• Israeli Central Bank reports on FIBI Holdings’ market position and regulatory compliance